Latest news with #SpringHealth
Business Journals
14-05-2025
- Health
- Business Journals
Highmark's expanded access to high-quality mental health care delivers results
A year after launching a mental and behavioral health platform, Highmark is reporting significant improvements in both access to care and member outcomes. Highmark introduced Mental Well-Being powered by Spring Health in January 2024, now enabling 2.5 million people ages six and up access to mental health care. The tool includes screenings for more than a dozen mental health conditions, the ability to quickly schedule a virtual or in-person appointment with a therapist or psychiatrist and a library of on-demand educational resources. The collaboration is part of Highmark's ongoing commitment to making mental and behavioral health an equal pillar to medical health, said Doug Henry, a clinical psychologist who serves as medical director for Highmark Health's enterprise behavioral health team. Today, Mental Well-Being is available to members across a wide range of Highmark plans, including commercial fully insured and self-funded, Affordable Care Act, Medicare Advantage and the Pennsylvania Children's Health Insurance Program. 'Mental health is a key part of whole-person health,' Henry said. 'You can never talk about someone's mental health separate from the context of their overall medical health.' Improving access, outcomes Just over a year into the collaboration, Spring Health has completed more than 100,000 appointments for Highmark members. The results were incredibly compelling, Henry shared, demonstrating the effectiveness of rapid access to high-quality, low-friction care. Highlights include: It takes less than two days on average for members to secure a psychiatric or psychotherapy appointment, compared to more than a month in much of the U.S. People are using mental health services more readily, with 80% of Mental Well-Being users engaging in mental health services for the first time in at least 18 months. On average, members with moderate to severe anxiety or depression are treated to remission in less than six sessions. 'Mental health treatment can be expensive, so you want to have efficacious care,' Henry said. 'You want to have someone go into treatment where there is a beginning, middle and an end, and then they're better. Mental Well-Being is delivering that for us.' The benefits extend beyond cost containment, he said. Employees who access timely and effective mental health care are more productive, more engaged and healthier overall. When untreated, mental health challenges can exacerbate physical health issues as well. 'Investing in high-quality, effective mental health services is one of the best ways — and one of the least expensive ways — to lower total cost of care for your employees while improving community health,' Henry said. How it works Finding the right therapist is a common challenge for those seeking mental health support. Spring Health uses an AI-driven algorithm to match people to providers who are most likely to meet their needs, considering a host of consumer preferences to ensure a good fit. 'Ninety-six percent of our members who get paired with a Spring Health clinician stay with that clinician for six months or longer or through the course of their treatment,' Henry said. 'That's very unusual in mental health. It's more typical that about 50% of the time the first therapist you meet is not a match.' In addition, Mental Well-Being goes beyond offering therapy and psychiatric appointments. It includes educational programs, self-guided cognitive behavioral therapy programs for issues such as stress, meditation programs and behavioral health coaching. It also offers medication management, 24/7 crisis support and higher levels of specialized care for substance use disorders, eating disorders and other complex challenges. Continued growth Highmark is continuing to invest in expanding mental health services through both the Mental Well-Being program and its network of 44,000 providers, Henry said. The company is closely studying the data to identify which interventions yield the best results and incorporating mental health as part of each person's overall care. 'We believe in delivering the right mental health care, at the right time, tailored to each individual's unique needs and circumstances,' he said. 'And Mental Well-Being is how we're scaling that personalized access to care for our members.'
TechCrunch
13-05-2025
- Business
- TechCrunch
New York-focused VC Work-Bench has raised a fresh $160M
Work-Bench, whose portfolio includes unicorns Spring Health and Socure, just raised a $160 million Fund IV to quadruple down on backing companies in New York City. The firm announced the raise in a blog post on Monday, saying the latest fund will support seed-stage founders building enterprise software. Checks will range from $2 million to $4 million, and the team is looking specifically for companies building in AI, cybersecurity, developer tools, and enterprise applications. Jonathan Lehr, the firm's co-founder, told TechCrunch that the company hopes to invest in 23-25 companies out of Fund IV. He said that this was the smoothest fundraise yet for his firm, owing it to the fact that Work-Bench has stayed 'disciplined' since launching in 2013, 'which matters more than ever in today's AI frenzied environment.'
Associated Press
29-04-2025
- Health
- Associated Press
Spring Health Launches Integrated Critical Incident Response to Help Companies Navigate Crisis with Confidence and Compassion
New longitudinal approach delivers real-time transparency, in-house trauma-informed providers, and ongoing support beyond the event to redefine workplace crisis care. NEW YORK, April 29, 2025 /PRNewswire/ -- Spring Health, a complete global mental health solution for employers and health plans, has launched Integrated Critical Incident Response—a comprehensive approach to crisis response that empowers HR leaders to support their organizations with clarity and effective support when it matters most. As critical incidents grow in frequency and visibility, HR leaders are under mounting pressure to respond with both precision and compassion. Yet most are left navigating these high-stakes moments with outdated tools, limited insight, and short-lived support. Spring Health's Integrated Critical Incident Response sets a new standard—offering the industry's first fully integrated, longitudinal solution built within a high-quality mental health platform. Unlike traditional models, Spring Health offers a modern, tech-enabled approach to critical incident response, including: 'Most crisis response services are designed to check a box—they show up, hold a session, and disappear,' said Gijo Mathew, Chief Product Officer at Spring Health. 'We created Integrated Critical Incident Response to offer something different—a modernized approach to give HR leaders a solution they can trust, and employees the kind of support that doesn't end when the headlines fade. It's about being there for the full journey, not just the first 24 hours.' 'A single conversation after a crisis isn't enough to drive real recovery or restore a sense of safety,' said Dr. Mill Brown, Chief Medical Officer at Spring Health. 'The therapeutic process takes time, trust, and consistent support. Our model is built to provide exactly that—longitudinal care from trauma-informed experts who stay engaged well beyond the initial response. We're not just addressing the moment of crisis—we're guiding people through the full arc of recovery with compassion, structure, and clinical excellence.' Spring Health's approach is grounded in the latest trauma science and delivers tools built for clinical impact and everyday usability. The model moves beyond one-time interventions to offer sustained care that helps employees and leaders navigate the full recovery journey. Integrated Critical Incident Response equips every individual touched by a workplace crisis with the tools they need to move forward. Learn more by visiting our website here. About Spring Health Spring Health is a complete global mental health solution for employers and health plans. By integrating products for members, providers, and customers, Spring Health uniquely delivers personalized care for every individual—ranging from digital tools and meditation to coaching, therapy, and medication—ensuring the right care at the right time. Certified by JAMA Network Open and the Validation Institute for demonstrating net savings for customers, Spring Health also equips global business leaders with intelligent technology, real-time insights, and clinical expertise to support diverse and evolving organizational needs. Today, more than 20 million people worldwide have access to Spring Health. We're trusted by leading employers, health plans and channel partners, including Adobe, Bumble, General Mills, Moda Health, Wellstar, and Guardian, to drive cultural impact at scale. For more information, please visit Media Contact 5WPR [email protected] View original content to download multimedia: SOURCE Spring Health
Forbes
03-04-2025
- Health
- Forbes
Rise Of ‘Boreout Syndrome': The Opposite Of Burnout With Similar Signs
A condition known as "boreout syndrome" is sweeping the American workplace where employees show ... More similar symptoms to burnout like depression, listlessness, insomnia, stomach upset, headache and dizziness. Learn the roots of the problem and what need to be done. A new phenomenon, known as 'boreout syndrome,' is gaining momentum in the American workplace. The condition is the absence of meaningful tasks versus the presence of work stress as with burnout. If you have "boreout syndrome,' instead of feeling overwhelmed, you're disengaged, underwhelmed and quietly clocking out. 'Boreout syndrome' can harm your mental and physical health and work culture morale, ultimately diminishing engagement and the company's bottom line. As job disengagement reaches an all-time high among the American workforce, could you or someone you know be suffering from 'boreout syndrome?" Symptoms include depression, disinterest in the job, listlessness, apathy, insomnia, stomach upset, headache and dizziness. Ironically, 'boreout' is the polar opposite of burnout, but its symptoms resemble the World Health Organization's symptoms of burnout: feelings of energy depletion, exhaustion and fatigue, increased mental distance from your job, along with feelings of negativism or cynicism and reduced professional efficacy. Karishma Patel Buford, chief people officer at Spring Health, explains 'boreout syndrome' as the antithesis to burnout. 'Elements that can contribute to this can include factors such as working in the same role with the same responsibility for an extended period, not seeing clear opportunities for growth or having minimal interactions with colleagues that are socially stimulating.' He also points out that 'boreout' can happen if a company doesn't set workers up for success or create an environment that is engaging and exciting to work in. "Boreout syndrome' isn't new. It was first given its name in 2007 in Diagnose Boreout by Peter Werder and Philippe Rothlin, two Swiss business consultants. Historically, the condition is considered the result of monotonous, repetitive tasks like assembly-line jobs or positions in which employees feel undervalued or unrecognized for their work or that lack meaning, purpose and interest. Current day experts associate 'boreout syndrome' with the new wave of workplace detachment. I spoke by email with Annie Rosencrans, director of people and culture at HiBob, who sees 'burnout syndrome' as a symptom of The Great Disengagement. 'It's no secret that we're in the middle of an employee disengagement crisis,' she told me, 'and while some of them have initially stemmed from burnout, we're now seeing the opposite challenge come to life with 'boreout.'' Joe Calvin, chief research officer at Vistage, sees 'boreout syndrome' as the precursor to 'quiet quitting,' where workers give up, checking out mentally and emotionally, managing the minimum requirements. 'This trending term refers to employees being un-engaged and unmotivated after a prolonged period of feeling unchallenged and under-stimulated at work,' he explains. I asked Dr. Jason Helfrich, co-founder of if 100% Chiropractic, if 'boreout' is a real medical condition or the younger generation's pay back for corporate America's RTO mandates. 'In a word, both,' he told me. "The feelings of boredom, apathy, frustration, hopelessness, being underappreciated and other signs of 'boreout' while real may not always be the fault of the employer. At least not in all instances." Rosencrans argues that the risks with 'boreout' are not just for companies losing hours of productivity or creative brain power from their employees. It's also not having a culture built on collaboration and connection. 'As leaders and managers, it is our obligation to foster that in the company and team culture,' she declares. 'And as an employee, it is important to speak up and make the most out of your work environment in order to find your purpose and to be happy in your role.' I spoke by email with Ilya Trakhtenberg, managing director and partner at L.E.K Consulting and co-author of Predictable Winners. Trakhtenberg points out that there's a close relationship between 'boreout' and innovation. 'In fact, they're mutually reinforcing: 'boreout' reduces an organization's ability to innovate and low innovation drives 'boreout.' The opposite is also true--a culture of innovation diminishes 'boreout,' drives engagement and enables more innovation success.' I also spoke through email with Trakhtenberg's co-author, Stuart Jackson, vice chair of L.E.K Consulting. 'A powerful antidote to 'boreout' is putting people in teams where they have the opportunity to experiment, innovate and grow," he proposes. "A growing firm is always more energized than a stagnant one.' He encourages employers to create a culture that fosters and supports experimentation if they want to foster innovation and growth. Buford asserts that it's the leader's responsibility to foster a workplace environment that nurtures both the professional and personal growth of employees. 'That means creating opportunities for meaningful connection, reducing feelings of isolation, and encouraging exploration through new experiences' he states, 'whether it's mentorship programs, working from a different office, cross-functional training, attending industry conferences or other growth-focused initiatives. This new trend also shines a light on the value of mental health support at work.' Helfrich states that, although it's the responsibility of the leader/manager to provide a welcoming work environment filled with meaningful work, appreciation and chance of advancement, it's also the responsibility of the worker to find self motivation, inspiration and opportunity through taking on challenges, working through disagreements, embracing the in-office environment and enjoying the productivity that comes with a team that works together. 'If you are feeling yourself start to fade into 'boreout,' employees should seek out opportunities to connect and find a new purpose at their job,' according to Rosencrans. 'That can mean asking for new mentorship opportunities, setting up one-to-one meetings with managers to check in on progress and growth opportunities outside of formalized reviews, going into the office when possible to collaborate with other teams or asking for opportunities to upskill and try new things.' Rosencrans acknowledges that people want to be excited, engaged and stimulated by work--both intellectually and socially. But if you're tuning out at work or losing your drive for growth or appreciation for your role, 'boreout syndrome' could be the culprit. Helfrich suggests that you look internally for motivation and ask what would inspire you to do your position at the highest level possible. Then, get on the same page with your boss and define your goals and identify the "why" behind them. At the end of the day, he advises that you question why you chose your job in the first place, make necessary changes or find a role that provides personal fulfillment.
